Ratan Tata retires on his 75th birthday this week‚ handing over the baton of his business to Cyrus Mistry‚ the first chief appointed from outside the immediate Tata family in its 144-year history. While Ratan Tata has been credited with transforming the Tata group into a streamlined conglomerate of more than 100 companies and earning a global reputation for his consolidation and expansion strategies‚ I am looking at his leadership traits and how those traits influenced the group and made him the
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ON LEADERSHIP QUALITIY OF RATAN TATA RATAN TATA (born December28‚ 1937 in Mumbai) is the present chairman of the Tata Group India largest conglomerate established by earlier generation of his family. PERSONALITY • Very dignified •Ethical •Dependable •Believes in keeping promise •Loyal and believes in relationship •Questioning the unquestionable • Risk taker not a speculator • Employ leadership quantities and a tremendous m motivator Motivation RATAN TATA must always keep motivating
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Cases Tata Group uses two different strategies locally and internationally when dealing with its businesses. Local businesses under Tata Group’ umbrella uses the Domestic Strategy which requires product differentiation base on the local adaption. Such example is the Tata Nano Car and the Tata Ace Truck (picture below)‚ produced by Tata Motors at an affordable price for the people in India. Ratan Tata wanted to produce a car which is super cheap yet reliable. Aside from this example‚ Tata Group has
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RATAN TATA Born: 28 December 1937 in Surat‚ India Nationality: India Today’s modern India in a way is very much indebted to Jamsetji Tata‚ known as "The Father of Indian Industry" Ratan Tata (great-grandson of Jamsetji Tata) who became the successor of Tata Group and gave a glorious expression to each of his dreams. He was the chairman of the group. from 1991-2012He stepped down as the chairman on 28 December 2012 and now holds the position of Chairman Emeritus of the group which
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Strategist: Sir Ratan Tata When Ratan Tata became Group Chairman in 1991 he ushered an era of change. According to him “A company or business that remains static will die. A company that constantly changes and accepts that there are better ways to do things than they are done today is a company that will survive in the global market that we face.” He is admired not only for managing the Tata Empire but creating history by making Tata group an MNC by acquiring steel companies like Chorus
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REPORT ON CSR ACTIVITIES UNDERTAKEN BY TATA Submitted to: - Submitted by: - Lect. Miss. Kiran Verma GROUP NO- 3 LIECA Section: - A3002 MCA (Hons.)
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TATA steel strategy was to integrate the value chain of steelmaking to aid the growth of Asia’s bubbling construction economy. When presented with the opportunity (financially the government policies made it easier) to gain access to the other markets‚ they later acquire CORUS which was an established name in Europe‚ but were not cost effective in their operations (Tarun Khanna‚ Krishna G. Palepu and Richard J. Bullock‚ 2009). This acquisition provided them the right synergy by combing the low cost
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CHAPTER 1 RESEARCH METHODOLOGY Research problem • To analyze the effect of going global through merger and acquisition on investors and traders long term and short term earnings respectively • Impact on companies’ financials after acquisition or after being acquired • To find out enterprise value of the company by comparing it with the peer group and analyzing the value of the firm • To analyze the difference between prospected and actual returns in terms of % daily cumulative
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[pic] Tata Group Sustainability Strategy [pic] Mathew Ashley Bill O’Brien Rachel Reiter Kevin Richards April 12‚ 2010 EXECUTIVE SUMMARY Our consultancy recommends that Tata Group (Tata): • Refine its internal definition of sustainability‚ • Create a separate subsidiary to coordinate‚ manage‚ communicate‚ and expand sustainability efforts across every business unit‚ and • Establish a market-specific global strategy tailored to the unique challenges and opportunities
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various advantages that firms like Tata employ to become large industrial conglomerates. The Tata Group has already established 90 separate firms in seven distinct business sectors. Because of their success‚ they have obtained vast financial resources and access to capital on favorable terms which has allowed them to expand their operations and become a large industrial conglomerate. Since the Tata Group uses its sister subsidiary companies to help supply its other companies (i.e. using Tata Steel
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